Implementation and Evaluation of a RFID Smart Cabinet to Improve Traceability and the Efficient Consumption of High Cost Medical Supplies in a Large Hospital
- 153 Downloads
The efficiency of a smart cabinet with RFID technology to improve the information about inventory management for cardiothoracic surgery as well as for time savings, was assessed in a large reference hospital. In a 6-month study, the implemented operational RFID process (StocKey® Smart Cabinet) consisted of: i) product reception, registration and labelling in the general warehouse; ii) product storage in the cabinet and registered as inputs by radiofrequency; iii) products registered as outputs as required for surgery; iv) product assignment to a patient in the operating room; and v) return of products not used to the cabinet. Stock-outs, stock mismatches, urgent restocking, assignment of high-value medical products to patients, and time allocated by the supervisory staff to the stock management, were assessed on a monthly basis. 0% stock-outs and 0% stock mismatches using RFID were observed during the study. Monthly percentages of products requiring urgent restocking ranged from 0% to 13.3%. No incorrect assignments to patients of surgery products or prostheses were detected. The percentage of correct assignments increased from 36.1%–86.1% to 100% in the first 4–5 months. The total average time allocated by the supervisory staff to the whole logistic chain was reduced by 58% (995 min with the traditional manual system vs. 428 min with RFID). The RFID system showed the ability to monitor both the traceability and consumption per patient of high-value surgery products as well as contributed to significant time savings.
KeywordsRFID High value product Surgery Traceability Logistics
The authors acknowledge the following people at the Hospital Cruces for their contribution to the study: Esther García Garcia and Leyre Marquez Bilbao. Jordi Bozzo PhD, CMPP (Grifols) is acknowledged for medical writing and editorial assistance in the preparation of this manuscript, under the direction of the authors.
MCLA was the principal investigator. EGI and MTAA contributed to the concept and design of the study and data validation. All authors critically revised the manuscript and approved the final version.
Compliance with Ethical Standards
Conflict of Interest
This study was supported and funded by Grifols. The authors declare that they have no conflict of interest.
- 1.Anonymous Global Traceability Standard for Healthcare. Business Process and System Requirements for Supply Chain Traceability. GS1 Standard. Issue 1.2.0; 2013. Available at: http://www.gs1.org/docs/gsmp/traceability/Global_Traceability_Standard_Healthcare.pdf.
- 2.Bendavid, Y., and Boeck, H., Using RFID to Improve Hospital Supply Chain Management for High Value and Consignment Items. Proc. Comput. Sci. 00:1–8, 2011.Google Scholar
- 7.Closs, D. J., How can supply chain managers help the healthcare industry? Logis. Quart. 15:26–27, 2009.Google Scholar
- 8.Coustasse, A., Tomblin, S., and Slack, C., Impact of radio-frequency identification (RFID) technologies on the hospital supply chain: A literature review. Perspect. Health Inform. Manag. 10:1d, 2013.Google Scholar
- 14.Kumar, S., Livermont, G., and Mckewan, G., Stage implementation of RFID in hospitals. Technol. Health Care : Off. J. Eur. Soc. Eng. Med. 18:31–46, 2010.Google Scholar
- 15.Landry, S., and Beaulieu, M., Achieving lean healthcare by combining the two-bin kanban replenishment system with RFID technology. Intern. J. Health Manag. Inf. 1:85–98, 2010.Google Scholar
- 17.Manos, A., Sattler, M., and Alukal, G., Make healthcare lean. Qual. Prog. 39:24–30, 2006.Google Scholar
- 21.Martinez Perez, M., Vazquez Gonzalez, G., and Dafonte, C., Safety and Traceability in Patient Healthcare through the Integration of RFID Technology for Intravenous Mixtures in the Prescription-Validation-Elaboration-Dispensation-Administration Circuit to Day Hospital Patients. Sensors (Basel, Switzerland) 16, 2016.Google Scholar
- 26.Teisberg, E. O., Redefining health care: creating value-based competition on results. Boston MA, USA: Harvard Business Review Press, 2006.Google Scholar